pmg statewide program management group schedule ...€¦ · schedule development process ......

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Process Function Printed Report Decision Function Manual InputSubroutine or

a ModuleStart or End of aProgram Flow

Start of a Routine

Callout Notesgo here

Callout for MakingNotes

System Input

DeliverablesTransfer of Control

Start

Issue Final Schedule

MeetsRequirements

?

End

Develop WBS based on Project

Scope

Incorporate into Contract/Task

Order(s)

Request Schedule for development

Determined by the contract/phase needs

Work Breakdown Structure (WBS) will be published as a part of template for all Phases and Levels

Develop ConstraintsDevelop Interfaces Develop Staging

Select applicable Milestones and

Deliverables

Develop Workflow, resources and cost

Develop Schedule in Response to Contract Scope

and Requirements

Schedule Recovery / Optimizing

Change Management

Process

Include estimated Activity Durations

Restrictions on work, including local ordanences, calendars, weather

For incorporation into Schedule

Yes

Should be from the Master Deliverables List (MDL) in conjunction with WBS

Phase specific and also among the Phases and sub-Phases

Issue Requirements

By WSDOT resources, GEC, or Construction Contractor

PMGStatewide Program Management Group

PE Authorized to Develop Project

Issue Draft Schedule

Change Management

Needed?

Enddorsed by Project Team and Specialty Groups

Approve Funds to Proceed

Issue Schedule for Review

Schedule Network Development

Develop Sub-Project Schedule in

Response to Scope

By WSDOT resources (including Specialty Groups), GEC, or Construction Contractor

Recovery Available?

Risk Assessment of Schedule Issues

Include analysis of Risk and Baseline Scope Narrative

No

Yes

Yes

No

No

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Start of a Routine



System Input


Start

Complete periodic schedule update

Periodic Schedule Update

Information

Are there schedule issues?

Resolve Issues (with Service Providers if

necessary) & resubmit

Approve schedule update?

Periodic Schedule Update

Information

End

Conduct schedule analysis

Incorporate update Schedule

Verify schedule meets all established requirements, logic errors, unauthorized changes, inaccurate durations, etc. are determined

A draft of the final scheduling report is submitted to the PE/M for review and approval

Resolve issues and return to service providers (if necessary) for resubmission

Issues the update and approved schedule as part of systems, monthly, quarterly reporting - if Change Management was needed issue Rebaselined Schedule and Narrative

Request periodic schedule update

Complete periodic schedule update

Updates are required every month through PDIS or CPMS on scheduled "Up-date Dates"

Update PM activities with actual dates, physical progress, remaining durations and activity changes

Update PM activities with actual dates, physical progress, remaining durations and activity changes

Return information to scheduling professional

Periodic Schedule Update Issues

Report

Yes

Schedule Issues Report for approval

No

No

Issued Periodic Schedule Update

Report

Yes

Review Schedule Update Report

Note:This process applies to the updating of the Project Master Schedule, which incorporates the contractual schedules from the Service Provider


Request is only necessary if schedules are being maintaned by GEC or outside contractor; otherwise, schedules are provided by scheduler for project.

Return information to scheduling professional

Change Management

Process

Change Management

Needed?

Risk Assessment of Schedule Issues

No

Yes

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Construction Schedule Review & UpdateC

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Contractor's Monthly Schedule

Submittal

Receive & Review Contractor's

Monthly Schedule Submittal

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Start of a Routine



System Input


Schedule SpecA – BarB – CPMC - Elec

Does it Meet Contractual

Requirement

SPMGStatewide Program Management Group

Document Non-Compliance With

Contractual Requirements

Confirm Summary Matches

Contractor's Schedule

Connect Milestones& Rollups to Contractor's

Schedule

Replace Existing Contractor's

Schedule With Approved Submittal

EndDoes Summary

Match Contractor's Schedule?

Contractor's Resubmittal of

Monthly Schedule

Request Resubmittal to Meet Contract Requirements

Does Resubmittal

Meet Requirements?

Construction receives monthly submittal from Contractor in approved

electronic format

Scheduling reviews submittal and checks it against contractual scheduling requirements as well as for previously agreed to items

In Memorandum, outline which requirements were not met and request resubmittal

No

Yes

Once approved, the Contractor's schedule is maintained in tact and copied to the master schedule folder, under that Segment and Contractor's name

Logically link Milestones and rollups in Master Schedule to Contractor's

Schedule, if availalbe. If not available, input data manually in to the Master

Schedule to match Contractor's Schedule

No

Yes

Construction requests a resubmittal from the Contractor and informs them their payment cannot be processed until it is received and approved

Contractor resubmits in either P3 or Suretrack format electronically with corrections made

QC dates in Master Schedule to ensure they match Contractor's Schedule

NoYes

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Predefined Process Process Decision Report Start/End Note

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Start

Provides required documents as they become

available

Cost Documents

Contains current information in CPMS from all legacy systems and data marts

Receives & logs current cost documents

Review all project costs for

compliance

Ensure cost documents are properly coded. Examples of cost codes are WBS and Funding Source

For construction, estimate data would come from EBASE system

Inputs new budget items and budget

changes

Import all physical progress and

schedule information

Inputs new commitments &

changes to existing

commitments

Import all actual costs

for the period

Input for each Control Account which is the level of detail at which cost and schedule are integrated.

Includes change orders and potential changes, trends and contingency/risks

Cost to Date Report

Determine forecasting

method & produce cost to complete

data

Cost At Complete Report

Draft report incorporates Cost to Date and Cost to Complete dataForecasts can be based on

current trend, remaining to be spent, remaining to be earned or a revised estimate. Budgets, commitments, claims and pending claims are included in the analysis.

Perform Aging on all cost data

All cost data is spread between the schedule dates for each Control Account based on the set distribution curve providing an estimated spend/cost curve.

Cost Reports

Review Cost Report

Includes earned value analysis, actual vs. planned, variance, cash flow, budget status, funding status and other reports as specified by the PM.

Approve Costs?

Identifies cost issues

Revise the Cost as necessary

Issue Approved Cost Report

Yes

End

Additional Funds

Needed?No

Change Management

ProcessYes

No

Examples of documents: field notes, invoices and time sheets

Any changes to budget must be processed

Imports from scheduling system

Actuals are imported from the accounting system (TRAINS/FIRS) and period estimated outstanding expenditures (see “Invoicing Tracking”)

Draft report shows actual cost to date only

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StartServ

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Accumulate Hours/Costs

Approve Entire Invoice?

Determine to Pay Partial

Invoice & Send Back to Service

Provider

Add Period information into

Database

No

Yes

Verify “Cost to Date” of each

account

Provided by consultant on

invoice

Report “Invoiced To Date” by

Control Account

Report “Invoiced To Date” by

Control Account

Invoicing Complete?

Replace estimated outstanding

expenditures with actual invoiced

costs in “Cost To Date”

Yes

Are estimated outstanding expenditures

within 5%

Adjust Estimated Outstanding Expenditures

No

Establish Period Costs

Yes

Establish Period Progress

Report “Cost To Date” by Control

Account

End

Both Estimated Outstanding Expenditures and Actual invoiced cost

Consultant/GEC/WSDOT

Assumption: a contract (external, GEC, internal WSDOT) is already in place

Each Control Account for each period

Check invoice against

approved scope and

control accounts

All elements of control account –hours and cost

Combined Estimated Outstanding Expenditures and Invoiced (previous cycles) Cost for each account

Paid to Date + Invoiced from TRAINS and FIRS Data Marts

If using the same monthly estimated outstanding expenditures, verify within 5%

No

Earned Value Process for determining progress and forecasting performance

Cost Control/Earned Value

Process

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WSDOT Estimate Creation, Review & Approval

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Estim

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Estimating receives request and documents. and notifies Controls manager of pending estimate and timeframe.

Review Contract Plans/

SpecificationsSufficient Info?

Provide additional info as needed

Prepare Quantity Estimate

Develop Draft Cost Estimate

Review estimate Is estimate acceptable?

Make estimate revisions as

needed

Use WSDOT estimate as

WETC?

Identify previous estimate as official

in estimating database

No

Yes

No

Yes

Yes

No

Estimating develops the estimate according to the standard estimating procedures, depending on the stage of design.

Project Engineers/Managers (PM) request an estimate. Documents are provided to perform the estimate. PM provides an expected date of estimate delivery in accordance with the design contract

PM's discuss additional needs and provide documents or information requested.

Estimating produces a detailed estimate using WSDOT quantities and WSDOT pricing.

requesting PM reviews the estimate for accuracy.

Estimating revises the estimate per PM comments.

Estimating files a copy of the estimate and comments and inputs the total into the database indicating that it is to be reported as the Working Estimate to Complete (WETC).

Estimating files a copy of the estimate and indicates that it is to remain an internal working estimate in the database. The database will continue to report the previously approved estimate as the official estimate.

Identify new WSDOT estimate

as official in estimating database

Sign Estimate Form & Return to

Controls

PM's determines acceptability of officially reporting estimate, signs estimate form & returns to Estimating


Estimates developed using WSDOT estimating database, consistent bid items and adjusted unit prices

Request Cost Estimate

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Contract Development - InternalSe

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Start

Consultant?

Define Tasks

Define Work Breakdown Structure

WBS is based on tasks for the scope of services

Establish Contract Deliverables

Assign Task Duration Assign Resources

Submit document containing proposed resources,

schedule and cost

Approve? EndYes

Determine if Consultant is

Needed

No

Contract Development

- External

Yes

Contract Management

Process

No

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Contract Development – External (Non-Construction)


Start

Serv

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External Consultant All

or Part?

Select Consultant

Yes

Define Scope of Work

Determine Type of Supplemental

AgreementApprove?

No

Develop Project Work Plan

Yes

No

Adequate Funding

Available?Yes

Develop funding and resource

strategy

No

Within Budget?Yes

Agreement and Notice to Proceed

(NTP)

Yes

No

End

Internal WSDOT Contract

Development

No

Execute Phase 1 Scoping

Agreement

On-Call when <$5mRFP when >$5m

Define Tasks Ready to Show PM?

Submit document containing

proposed scope, work plan and

tasks

Outlined in WSDOT Negotiations Flow Chart

YesNo

Determine hour and cost estimates

Report hour and cost estimates

Negotiate Proposed Cost &

Schedule

Determine hour and cost estimates Agreement? Sign Agreement &

Issue NTP

Signed by service provider and WSDOT signature authority

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Contract Management (Non-Construction)Se

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Execute Contract

Consultant/GEC/WSDOT

Assign Tasks, Resources, and

Schedule

Perform WorkCost &

Earned Value Process

Period Performance

Report

Tasks complete?

End

Yes

No

Assumption: excludes construction contracts

Note: an internal WSDOT specialty group may initially serve as a service provider and move to the role similar to Regional PM/PE for a given portion of the project. This specialty group always reports back to the overall PM/PE.

Earned Value process for determining progress and forecasting performance

Invoice & Progress Report

(GEC/Consultant) or Confidence

Report (WSDOT)

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Project Change Management – Non-ConstructionPMG

Statewide Program Management GroupPr

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Start

Start

Submits Proposed Change

Documents

Receives & Inputs Proposed Change

Documents

Identifies Need for Change

Determine Merit of Proposed Change

Does Change Have Merit?

Estimate Value of Proposed Change

Yes

Reject Proposed ChangeNo

Review rejection of proposed

change

Revise & resubmit?

Revised Proposed Change based on

rejection

Yes No End

Negotiate agreement on cost

& schedule with Service Provider

Recommend Proposed Change

Review Recommended

Proposed Change

Approve Change?

Change in Scope, Budget

or Ad Date?No

Program Change Process (PCF)

Yes

PCF Approved?

Approve ChangeYes

Yes

No

No

Log Approval of Change

Receive Approved Change

Provided with detailed estimate based on RFI response, contractor request or Owner directed change

Into Contract Change Administration System

Perform a full take-off or an estimate validation depending on Program requirements

Return with Reason Why

Can PM Approve Change?

Approve ChangeYes

No

Approve Change

Reject Proposed Change



Receive Rejected Change Proposal

PM negotiates value of change with service provider

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Project Change Management - ConstructionPMG

Statewide Program Management Group

StartSubmits Proposed

Change


File protest?

No

EndNo

Agree with Protest?

Yes

File claim?

No

Notice of ClaimYes

Claim complete?

Consult with Region and HQ

Yes

Can PE Approve Change?

Region approval level?

No

No

HQ or Mats lab approval level

Approve Change?

Negotiate agreement on cost

& schedule with Service Provider

Yes

PE Execution?Executed Contract

Change OrderYes

Region Execution?

No

No

HQ Execution

Settle Claim? LitigationNo

Judgement

Yes

Start Identifies Need for Change

Agree with Change?


No

No

Change in Scope, Budget

or Ad Date?

Yes

Program Change Process (PCF)

Yes

No

Yes

Yes

Executed Contract Change Order

Executed Contract Change Order

Receive Executed Change Order

Log Change Order

Receive Approved Change Order

Yes

Reject Protest

Yes

No

Yes

No

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Program Change ProcessPMG

Statewide Program Management Group

Reg

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Start

Submits Proposed Change

Documents

Receives & Inputs Proposed Change

Documents




No

Review rejection of proposed

change

Revise & resubmit?

Revised Proposed Change based on

rejection

Yes End

Review Agreed to Proposed CRF

Approve Change?

Can Executive Approve? Yes

CRF Approved?

Approve ChangeYes

Yes

No

No

Log Approval of Change


Return with Reason Why

Is a PEF Project?

Approve Change

Approve Change



Receive Rejected Change Proposal

HQ

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Change Request Form (CRF)

Into CRF Tracking System

Determine sub-program/funding source of change

Submit CRF

No


No

Approve Change?Yes

Yes

Reject Proposed ChangeNo

Verify change does not contradict PIN/WIN or line item agreements

Enter changes to PIN in CPMS

Yes


No

Within Project Reserves?Yes

No

Region Pgm Manager Approve?

HQ Pgm Delivery Asst/

Specialist Approve?

Yes

No

Yes

Program Change Process occurs if biennial total change is greater than $100,000, ad date changes biennium, or ad date change is associated with a dollar change. A Change Request Form (CRF) is used to submit proposed program change.

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Activity & Project Code Management

Start

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Reject code request with explanation

Is code needed for repetitive reporting?

Add custom code to database

Complete Code Request form

Produce reports using new code

Add global code to database

End

End users use codes to group, sort or filter data of various kinds. If a code does not exist, one can be added to achieve the data manipulation desired.

Code Administrator informs requestor that code is already present or similar to an existing code

Indicates if it is activity or project code, the possible values for the code and explains what it is used for

End user adds code on their system only. This code will not be useable by Anyone else.

End users can now produce reports with added codes

Code and code values are added by Code Administrator to maintain consistency

Code Administrator updates the code library with new code & notifies requestor that code has been added


Determine need for activity or project code

Is code redundant or duplicative?

Updated Code Report

Yes

Yes

No

No

Will code be used for a report more than once or over multiple periods?

Code Administrator determines if code already exists or is very similar to an existing code. This will help maintain consistency in the database.

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